shaping futures the role of senior strategic leadership doug parkin programme director
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Shaping FuturesThe role of senior strategic leadershipDoug ParkinProgramme DirectorLeadership Foundation for Higher Education
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Leadership and
Governance
•Does strategy matter?•Three words: senior – strategic – leadership •What does it mean to be ‘strategic’ ?•Conceptions of strategy•Four levers for strategic engagement (moving sustainability to the centre-ground)
•Collective commitment•If you could change anything what would it be?•Courageous and selfless leadership
Outline
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Leadership and
Governance
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Leadership and
Governance
Tribal wisdom says that when you discover you’reon a dead horse the best strategy is to dismount
Of course there are other strategies – • You can change riders• You can get a committee to study the dead horse• You can benchmark how other
universities ride dead horses• You can harness several
dead horses together
Strategy might matter
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I think I saw it
move...
Leadership and
Governance
• But after all this you’re still going to have to dismount• The temptation to stay on a dead horse can be
overwhelming• But the time to start searching for new strategies is
long before your horse stumbles
Strategy does matter
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I think I saw it move...
Leadership and
Governance
• Sir Alexander Graham Bell (1897)– This invention will be so significant it’s likely we will see one in
every...• A prominent banker advising Henry Ford (1903)
– The horse is here to stay but the automobile is only a novelty – a fad• Thomas Watson, Chairman, IBM (1943)
– I think there is a world market for about...computers
• Ken Olson, Chairman, Digital Corp (1977)– There is no reason for any individual to have a computer
in their home• Sir Alan Sugar (2005)
– Next Christmas the iPod will be dead, finished, kaput
Forecasting the future is tough
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town
five
Leadership and
Governance
SeniorStrategic
Leadership
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Leadership and
Governance
•Institution-wide roles•Top of the pyramid•Rich and diverse roles•Long on experience•Ambassador and diplomat•From expert/specialist to the ultimate generalist
Senior
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Leadership and
Governance
StrategicOrganisation in the Future
Environment/contextOrganisation Now
Strategic Position
Strategic Plan
StrategicScenarios
Horizon scanning
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Leadership and
Governance
•Distributed•Situational•Transformational•Authentic•“Leading in a cold climate”
Leadership
Leadership: aligning the energy of others behind an attractive goal
(Warren Bennis and Burt Nanus, 1985)
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Leadership and
Governance
If you walked into someone else’s institution tomorrow, what evidence would you look for that the institution was thinking and acting strategically?
Being strategic
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Leadership and
Governance
If you walked into someone else’s institution tomorrow, what evidence would you look for that the institution was thinking and acting strategically?
Being strategic
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Leadership and
Governance
Being strategic
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•Shared purpose•Collective commitment•Focussed activity•Inspired and motivated•Clear sense of priorities•What to do – what not to do•Good communication•Alignment – shape, structure and activity•Service: who will benefit – where, when and why?
Leadership and
Governance
•Near, mid and far horizons•Strategic thinking, planning and action•Russian dolls•Line of sight•Strategy, tactics and operations•Up, in and out (values driven strategy)•Strategic influence: inside-out or outside-in?
Conceptions of strategy
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Leadership and
Governance
Near, mid and far horizon
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Leadership and
Governance
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Strategic thinkingPrimarily an analytic and creative process that explores future options and possibilities, often using scenarios to stimulate powerful strategic conversations
Strategic planningThe process of converting the results of strategic thinking as a set of potentially actionable strategies into an integrated plan of action that can be implemented
Strategic actionThe implementation of the strategic plan as a series of change initiatives with the support and commitment of “key players” at all levels of the organisation
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Leadership and
Governance
Strategy – start diet today...
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Maister, 2005 – Strategy and the Fat Smoker
Much of what professional firms do in the name of strategic planning is a complete waste of time, no more effective than individuals making New Year’s resolutions
Leadership and
Governance
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Institution?
Faculty/Area?
School/Service?
Department?
Individual?
Leadership and
Governance
(Harvard Business Review)
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“For me, it’s more about a job well done and less about the cheese”
Leadership and
Governance
Line of sight
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Leadership and
GovernanceStrategic
Tactical
• Creating a vision (why we are here)• Deciding what we should do• Setting strategic goals• Ideas – policies – core principles
• Translating the vision• Deciding how and who• From strategic goals to plans and targets • Ideas – procedures – talent scoping
• Living the vision (bringing it to life)• The doing – the delivering – the monitoring• Operational objectives
and activities• Ideas – efficiencies –
people development
Alignment
Feedback
Sub-strategies
Strategic
Tactical
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Leadership and
Governance
UPFundamental drivers:- Values - Principles- Beliefs - Morality
OUTThe active and aware contribution made to the world
OUT- Impact- Transformation- Community
INReflecting on our own needs and development
IN- Capacity- Continuity- Reputation
No child should go to bed hungry!
Improving the delivery of aid to
populations in crisis
Developing a critical mass of
expertise
STRATEGI
C VISION
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Leadership and
Governance
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Strategy
Inside-out strategy
Sustainability
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Strategy
Outside-in strategy
Sustainability
Leadership and
Governance
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Alleviating poverty Population Urbanisation
Water demand Climate Change New technology Energy demand
Food security
Biodiversity Infectious diseases Non-infectious dis. Ageing population
Leadership and
Governance
Four levers for strategic engagement
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RhetoricInspiring and
persuasive language
Business caseGrowth – attracting
and retaining
ValuesBeing and doing;
central tenets
ImpactChange: improving
and saving lives
RhetoricInspiring and
persuasive language
Business caseGrowth – attracting
and retaining
ValuesBeing and doing;
central tenets
ImpactChange: improving
and saving lives
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Leadership and
Governance
Personal values: being and doing
MODELLINGLeadership is about both being and
doing
BEING DOING
Doing the best we canv
Being the best we canValu
es s
tate
d –
valu
es s
een Values stated – values seen
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Leadership and
Governance
•Environmental and economic sustainability (1 of 8)•We want our concern for a sustainable environment to inform every aspect of what we do (1 of 6)
•We value sustainability because we know that we can achieve nothing in the longer run if our activities are not sustainable both economically and environmentally (1 of 6)
•Being committed to sustainability and the protection of our environment (1 of 10)•An ethical approach to all activities with special reference to the production of food and management of the environment (1 of 7)
•Protecting the future – we have to think beyond the short term (1 of 6)•Promoting sustainability thinking and practice (1 of 4)•Environmental sustainability (1 of 10) (1 of 5)•Financial and environmental sustainability (1 of 6)•Working towards sustainability in all we do (1 of 6)
Values statements
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Leadership and
Governance
•Shopping list
•Catch all
•Tailored
•Unique to us
•Bland
•Visionary
Values - approaches
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Leadership and
Governance
Shared responsibility:•Earth right now: Your planet is changing. We’re on it. (NASA, 2014)Dramatic events:•Please, no more delays, no more excuses... I ask of all of us here, if not us then who? If not now then when? If not here then where? (Yeb Saño, Doha, 2012)
Fearful predictions:•We are heading for a catastrophic temperature rise of 4 degrees Celsius unless we do something to change it (Friends of the Earth – current website)
Shifting balance:•A New World Order is required to deal with the Climate Change crisis (Gordon Brown)Sector voices:•Protecting and enhancing quality of life for current and future generations is central to sustainable development (HEFCE, 2013)
Dark humour:•Every time someone dies as a result of floods in Bangladesh, an airline executive should be dragged out of his office and drowned (George Monbiot, 2006)
Rhetoric
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Leadership and
Governance
Six critical drivers of global change –•Earth Inc. – a deeply interconnected world economy
• Operating as a fully integrated holistic entity
•The Global Mind – a planet-wide electronic communications grid• Connecting thoughts, feelings, data, sensors and thinking machines
•Power in the Balance – shifting influence/initiative from West to East• From wealthy countries to rapidly emerging centres (and private actors)
•Outgrowth – rapid unsustainable growth• Populations, cities, resources, consumption and pollution
•The Reinvention of Life and Death – new biosciences and genetics• Reweaving the fabric and form of life itself – controlling evolution
•The Edge – the balance of power between Earth and humans • Especially vulnerable systems such as the atmosphere and climate
The Future – a map of the world to come
(Al Gore, The Future, 2013) 37
Leadership and
Governance
Business Case
FINANCESIncreasing income/
investment or reducing costs/waste
COMPETITIONDistinctiveness,
appeal and efficiency
REPUTATIONProfile, position and perceptions
MARKETAttract and retain
students
OUTPUTSActive, aware and creative graduates
FUTUREInnovation
(technology), growth and new offerings
COMPLIANCE/RISKLaw, policy and
public expectations
PEOPLEAttract and retain
talent
Elements of a successful
business case
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Leadership and
Governance
•Infrastructure• Energy – directly connecting the campus and the biosphere• Food – a way to think about soil, landscape and nutrition• Materials – the fruits of extracting natural resources
•Community• Governance – conversations with every campus constituency• Investment – the far reaching effects of decisions and policies• Wellness – how humans flourish and nurture one another
•Learning• Curriculum – how do our actions affect the earth?• Interpretation – everyone can see what we’re doing• Aesthetics – a more meaningful and beautiful world
The Nine Elements of a Sustainable Campus
(Mitchell Thomashow – MIT, 2014) 39
Leadership and
Governance
Impact Change: improving and saving livesWithin the
institution
•Staff•Students•Volunteers•Visitors
Around the institution
•Community•Partners•Suppliers•Enterprise
Through the institution
•Disciplines•Professions•Schools•Consortiums
Beyond the institution
•Society•Policy•Economy•Global
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RhetoricInspiring and
persuasive language
Business caseGrowth – attracting
and retaining
ValuesBeing and doing;
central tenets
ImpactChange: improving
and saving lives
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Leadership and
Governance
Alleviating poverty Population Urbanisation
Water demand Climate Change New technology Energy demand
Food security
Biodiversity Infectious diseases Non-infectious dis. Ageing population
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Leadership and
Governance
風向轉變時 ,有人築牆 ,有人造風車When the wind of change blows, some build
walls, others build windmills
When the wind of change blows
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Leadership and
Governance
•The beacon principle•The leader factory•Discovery and innovation•Raising the intellectual sustainable tone of society•Informing crucial decisions
The role of universitiesHow are we going to ensure the sustainability of the university?
orHow is the university going to help ensure the sustainability of
the world?
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Leadership and
Governance
•Be the change you want to see•Create a compelling narrative•Enable leadership at all levels•Share and collaborate•Work across boundaries•Take a far-sighted approach•Weniger aber besser (less but better): do less better•Regard every resource as precious•Be the change you want to see
Collective commitment
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Leadership and
Governance
Just one thing!To create collective commitment...
If you could changeanything,
what would it be?
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Leadership and
Governance
Courageous and selfless leadership
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Starting a movement
Leadership and
Governance
Bringing together the four levers for strategic engagement
‘Aha’ moment
RhetoricInspiring and
persuasive language
Business caseGrowth – attracting
and retaining
ValuesBeing and doing;
central tenets
ImpactChange: improving
and saving lives
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Leadership and
Governance
This Award is exclusive to senior strategic leadership at a tertiary education institution. This Award will recognise individuals at the most senior level in... Recognition will be awarded for a combination of institution-wide impact and powerful external engagement. This Award seeks to identify and recognise transforming leaders who are shaping the future and making the principles and values of sustainability central to their organisation at the highest levels
Leadership Award - NEW FOR 2014
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Leadership and
Governance
Leadership Foundation Programmes
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Thank you for listening and participating
Doug ParkinProgramme DirectorLeadership Foundation for Higher Education
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